(1) Explain your problem, don't simply post "This isn't working". What were you doing when you faced the problem? What have you tried to resolve - did you look for a solution using "Search" ? Has it happened just once or several times?
(2) It's also good to get feedback when a solution is found, return to the original post to explain how it was resolved so that more people can also use the results.
Hi,
I would like to seek the expert advice here as to what sort of historical data a planner should have readily on hand by the end of a project, to better prepare for the next one.
This would include things like Scope / Rates / Costs.
Are there any other items which I should take note of?
Regards,
Benjamin
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Major Quantities: (Piping ID, Concrete M3, Structural Steels TON, Electrical M)
Project Location (country)
Planned Period of Completion (number of months)
Actual Completion Period (number of months)
Planned Manhours
Actual Manhours
Contracted Quantities
Actual Quantities
Risks/Delay Events
Hello Friends,
- Project Deliverables - Understand and compare the scope of project and any key deliverable that you missed in your prior projects.
-Activity Duration - Actual duration vs forecast, this will come really handy, if you have prior knowledge about activities duration and sequencing.
-Man power productivity & Critical Procurement delivery
- Project planning and cost allocation based on expectation of commercial department.
- Contractor performance review of previos project is very useful.
- Risk register of previous project is vital to avoid delay and securing company from past mistakes.
Hope it helps!
Regards,
Rahul Sharma
Anoon,
I have other experience. We have many clients that use Reference-books (databases of project parameters like resource productivity on typical activities, material requirements per volume unit on typical activities, etc.) and Fragment libraries for many years. Today an ability to learn from the past and adjust future schedules accordingly is called Artificial Intelligence though I don't see anything artificial in this natural feature.
Automatic resource leveling is based on the data entered by people. And so it cannot determine if activity dependencies are right. Network analysis may show activities that do not have predecessors or successore but not wrong or missed dependencies. Fragment libraries help a lot but still people shall enter dependencies between activities of different fragments and so the errors may happen. Resource leveling itself is easy, finding the best way of schedule crashing and optimal set of project resources may require skills and experience.
Anoon,
out of sequence events show what was missed in the past schedule and so shall be considered when the new schedules are created,
resource productivity on typical activities that are met in other projects may be used in new schedules,
risk events happened in the past shall be considered when the list of other project risks is created, etc.
We shall learn from our errors and past experience.
Mike,
it is always done automatically by Spider Project that keeps the whole history of project development creating and storing new project versions with each update. Each version includes Performance Archive that keeps the records of all entered actual data.
And so the user can open project version for any past date, compare it with versions for any other date and create reports on the history of changes for any project parameter (we call this trends).
Hi Benjamin
The As Built record should be a database of all the programme tasks with the information Who did What When and Where set down on a spreadsheet - in columns - on a weekly basis.
It never happens of course but it should be aimed for.
Best regards
Mike Testro
Resource productivity on typical activities
Risk events and their impacts
Out of sequence events and their reasons
planned durations vs actual durations so that you can start to build a historical database of durations for typical activities.
Email: PPadmin@planningplanet.com
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